Learn how to negotiate with unions effectively and respectfully in this article. Discover how to prepare, communicate, and collaborate with union representatives and employees.

In my experience dealing and agreeing the facts is also essential in helping to de-escalate the emotion. This isn’t about trading statistics but getting down to the basic facts that need to be addressed. Also dealing in realism rather than idealism - what realistically is possible?

Last updated on Aug 6, 2024

How do you negotiate with unions?

Negotiating with unions can be a challenging and complex process that requires preparation, communication, and collaboration. Whether you are facing a collective bargaining agreement, a grievance, or a strike, you need to understand the legal and ethical implications of your actions, as well as the interests and expectations of your employees and the union representatives. In this article, we will share some tips on how to negotiate with unions effectively and respectfully.

1 Know your rights and obligations

Before you enter any negotiation with a union, you should familiarize yourself with the relevant laws and regulations that govern labor relations in your jurisdiction. These may include federal, state, or local statutes, as well as court decisions and administrative rulings. You should also review your existing contract, policies, and procedures to identify any areas of contention, compliance, or flexibility. Knowing your rights and obligations will help you avoid legal pitfalls, anticipate potential issues, and establish your bargaining position.

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Randa Reford

Human Resources Generalist/ HR Business Partner/Human Resources Manager/HR Director
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So important to understand the union contracts before beginning any negotiations or conversations. Each union contract has lots of different nuances. Understanding the contract first and foremost and negotiating from a place of knowledge is an excellent place to begin.

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2 Prepare your strategy and team

Negotiating with unions requires a clear and consistent strategy that aligns with your organizational goals, values, and culture. You should identify your priorities, objectives, and alternatives, as well as your best and worst-case scenarios. You should also assess the strengths and weaknesses of your case, as well as the opportunities and threats in the external environment. Based on your strategy, you should assemble a negotiation team that has the authority, expertise, and diversity to represent your interests and perspectives. You should also assign roles and responsibilities, and establish ground rules and protocols for communication and decision-making.

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3 Build trust and rapport

Negotiating with unions is not only a matter of logic and numbers, but also of emotions and relationships. You should aim to build trust and rapport with the union representatives and the employees by demonstrating respect, honesty, and professionalism. You should also acknowledge their concerns, values, and contributions, and show empathy and understanding. Building trust and rapport will help you create a positive and cooperative atmosphere, reduce hostility and tension, and foster mutual confidence and goodwill.

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4 Listen and communicate

Negotiating with unions involves listening and communicating effectively and actively. You should listen to understand, not to judge or argue. You should ask open-ended and clarifying questions, and paraphrase and summarize what you hear. You should also communicate your position and interests clearly, concisely, and persuasively. You should use facts and evidence to support your arguments, and avoid exaggerations, accusations, or ultimatums. You should also express your willingness to compromise and collaborate, and seek common ground and mutual benefits.

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Jordan Rider

MBA & MS in HRM
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Even if you lack trust and rapport you can work through negotiations by listening and compromising. When either party enters with unrealistic expectations they are saying something about what they might need from the other party. If it’s not said in words, read it in the proposals. Are they mostly economic? Your workers say they need more money. Are they mostly benefit related? Why is that? Try to determine what the overall intent is beyond simply “more, or better.” Ask yourself, “are we having two separate conversations about the same issues?” More often than not, “yes, you are.” If that’s the case, where do you differ and what is each party hearing. Work towards being a part of the same conversation with each other.

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5 Manage conflicts and emotions

Negotiating with unions can generate conflicts and emotions that can escalate or derail the process. You should be prepared to deal with these situations calmly and constructively. You should avoid taking things personally, or reacting defensively or aggressively. You should also recognize and respect the emotions of others, and avoid provoking or dismissing them. You should focus on the issues, not the personalities, and use problem-solving and de-escalation techniques to resolve disputes and restore harmony.

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Sue Robinson

Helping Employers access People Tax......practically!
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In my experience dealing and agreeing the facts is also essential in helping to de-escalate the emotion. This isn’t about trading statistics but getting down to the basic facts that need to be addressed. Also dealing in realism rather than idealism - what realistically is possible?

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6 Follow up and follow through

Negotiating with unions does not end with reaching an agreement or a settlement. You should also follow up and follow through on your commitments and obligations. You should document and verify the terms and conditions of the agreement or settlement, and ensure that they are communicated and implemented properly. You should also monitor and evaluate the outcomes and impacts of the agreement or settlement, and address any issues or concerns that may arise. You should also maintain and nurture the relationship with the union and the employees, and seek feedback and improvement opportunities.

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Amy Klose

Human Resources Leader + Labor & Employment Attorney
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This is not a should, it’s a must. If an agreement or settlement are reached, an employer must ensure the terms are implemented and address any deviations immediately. An employer’s labor team must institute a process where all functions like HR, payroll, and benefits are provided a copy of the agreement or settlement and it is instituted to the letter. Further, employees not covered by the agreement or settlement, this would often include leadership, must be provided copies and be trained on the impact and how not violate. Preparing all activation teams and stakeholders in a union environment before any legal agreement is finalized is key to ensuring the implementation is smooth.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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How do you negotiate with unions?

1

2

3

4

5

6

7

1 Know your rights and obligations

2 Prepare your strategy and team

3 Build trust and rapport

4 Listen and communicate

5 Manage conflicts and emotions

6 Follow up and follow through

7 Here’s what else to consider

Employee Relations

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How do you negotiate with unions?

1

2

3

4

5

6

7

1 Know your rights and obligations

2 Prepare your strategy and team

3 Build trust and rapport

4 Listen and communicate

5 Manage conflicts and emotions

6 Follow up and follow through

7 Here’s what else to consider

Employee Relations

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